Building a Drive Centric Organisation

Overview

The general objective of this 2-day workshop is to provide a detailed conceptual framework and specifics of HOW to design and implement an effective portfolio of behavioral and environmental stimuli that will lead to inspire and ignite collectively a new set of productive attitudes.

Five modules will be covered within a 2-day session, with a 2 hour follow up session to take place approximately 90 days after the training session has been held.

Target Audience

This workshop is targeted to persons who are responsible for leading and directing teams, which includes: Senior Managers, Executives, Team Leaders, and Human Resource Managers.

Learning Objectives

Learning objectives of this 2-day workshop include:

To provide the participant with concepts of reference to advance and complement their understanding of the most relevant aspects of the dynamics of formal organisations. As well, participants will identify the role of critical dimensions of the formal organisation in shaping the collaborative and innovative processes and desired behavioral patterns.

To provide participants with the applicable tools to identify how informal organisations emerge, develop and change, and their impact in the overall dynamics of critical management processes and patterns.

To identify and be able to avoid or neutralise the normal decision making traps that top managers have, and reflect on the implication for organisational strategy.

To identify and understand the collective behavior that foster organisational efficiency, learning, innovation, and collaboration. These behaviors are critical in the execution of building a drive centric organisation.

To integrate all the concepts into applicable actions with direct effects on developing patterns and processes of innovation and advanced collaboration.

Programme Outline

Topics to be covered include:

Dynamics of the Formal Organisation

Fundamentals of Organisational Design

Identification of Structural Features

Thriving Hierarchies

Analysis of the function and dysfunctions of the formal organization

The impact of Drive in the Formal Organisation

The impact of the Formal Organisation in Drive

Rewarding formal performance with informal rewards

Dynamics of the Informal Organization

Analysis of informal networks and the organisational culture cycle

Dynamics of trust formation and its impact on drive

Management of informal controls

Creation and destruction of organisational culture

Analysis of the Function and Dysfunctions of the informal organisation

Intrinsic inducements and the informal organisation

Rewarding informal performance with formal rewards

Decision Making and Drive

Decision making traps

Cognitive simplification processes

Effects of traps in the dynamics and architecture of the organisation

The impact of decision making processes in the collective drive

The Psychological dimensions of Drive

Positive deviance

Psychological contracts

The Science of Intrinsic motivations

Diagnostics for drive immunity

Turning Drive into Exceptional Performance

Turning individual initiatives into institutional projects

Turning drive into a discipline into the organisation

Measuring and monitoring drive: a 360 approach

Facilitator's Bio-Sketch: Dr. Kamla Mungal

Dr. Kamla Mungal is the Director, Academic Development and Accreditation at the Arthur Lok Jack Graduate School of Business, UWI, in Trinidad and Tobago. She is also the Director of the Leadership Institute of the Lok Jack GSB and lecturer in Organisational Behaviour and Development. Dr. Mungal is also a part-time lecturer in education at the School of Education, UWI and at Mount Saint Vincent University in Nova Scotia, Canada. Her specialisations include leadership, team-building, curriculum design, development and implementation.

Dr. Mungal completed the Doctorate in Business Administration at Aston University, Birmingham and also holds a B.Ed. (Honours), M.Ed and Executive MBA (Distinction) from the UWI. Her research area is Public Private Partnerships and her thesis focuses on understanding how they work in strategic cross-sectoral networks. She has also pursued leadership programmes at Columbia Business School and Kellogg School of Management in Chicago.

Ms. Mungal has particular interests and experience in leadership and the professional development of teachers, administrators and leaders. She has worked actively in the development and implementation of basic education in Trinidad and Tobago including the School Improvement Planning (SIP) and curriculum improvement initiatives for primary schools of Trinidad and Tobago. Her role extended to the assessment, monitoring and evaluation of school improvement and curriculum enhancement projects. She has conducted several workshops in leadership, school improvement, team building and clinical supervision across Trinidad and Tobago.

Certificates will only be issued to participants who have attained a minimum attendance rate of 75% for the duration of the course.

Course Cancellation/ Reschedule Policy

Arthur Lok Jack GSB (ALJGSB) reserves the right to cancel training at any time. If ALJGSB cancels the training due to unforeseen circumstances beyond the control of ALJGSB, you are entitled to a full refund of the course fee, or your course fee can be credited toward a future training, based upon availability (providing payments have been made before original advertised date).

ALJGSB reserves the right to reschedule training at any time. If ALJGSB reschedules training due to unforeseen circumstances beyond the control of ALJGSB, the training will take place at the next available time. Participants will be informed via phone and/or e-mails.